Person-centred Leadership: Qualitative Analysis & AI

According to PLOS One, a six-month person-centred leadership programme delivered in 2022 was experienced by participants to influence leadership practices across self-leadership, team-leadership, and workforce development. The PLOS One study used individual interviews (n = 13) and conventional content analysis to surface three development visions: Live as you learn, Strive for equal relations, and Enable co-creation.

• 13 leaders were interviewed between 27/01/2023 and 16/03/2023, with interviews lasting a mean of 52 minutes, according to PLOS One (published 22 July 2026).
• The educational programme admitted 80 leaders in 2022 and ran six modules over six months, as reported in PLOS One.
• Participants’ leadership experience ranged from 3 to 20 years in the PLOS One sample, which shaped how they perceived change.
• The PLOS One authors emphasise that preconditions such as managerial support, time to coach teams, and workplace assignments were necessary for lasting change.

The PLOS One study describes a blended six-month educational programme delivered in 2022 and evaluated with qualitative interviews in early 2023, so the dataset reflects immediate post-programme experiences.

According to PLOS One, the programme combined six modules on person-centred care and leadership, a flipped-classroom pedagogy, workplace homework assignments, peer support groups, and implementation plans; 80 leaders entered the programme in 2022 and 13 of those leaders were purposefully sampled for interviews between 27 January and 16 March 2023.

According to PLOS One, data collection used audio-recorded digital interviews (40–65 minutes, mean 52 minutes) and analysis followed conventional content analysis with an interpretative step linking categories to an overarching theme.

According to PLOS One, the evaluation focused on leaders’ self-reported changes, with three analytical tracks used by the researchers: self-leadership, team-leadership, and workforce development.

The PLOS One results show that interview-based qualitative evaluation can surface actionable development tracks but depends on clear preconditions and workplace linkage.

According to PLOS One, evaluators should embed practical workplace assignments into programmes and time follow-up interviews 3–5 months after programme end to capture early practice change (the PLOS One interviews were 3–5 months post-programme).

According to PLOS One, include varied participants to capture transferability: the study purposively sampled leaders across roles, settings, and geography to identify common development themes despite heterogeneous contexts.

According to PLOS One, report precise operational details for reproducibility: module topics, pedagogical methods (flipped classroom), sample sizes, interview dates, and analysis approach were all specified and made the study citable and auditable.

The PLOS One evaluation published on 22 July 2026 demonstrates that workplace-integrated, six-month person-centred leadership programmes can influence leader practices when preconditions are met, and that qualitative interviews (n = 13 in this study) provide the depth needed to surface development pathways.

If you run or evaluate leadership programmes, apply structured timelines (3–5 month follow-up), purposive sampling, and transparently reported analysis methods as in PLOS One to make findings usable and replicable.

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